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ACCENTURE TECHNOLOGY VISION FOR PEGA Accenture Technology Vision 2015 Digital Business Era: Stretch Your Boundaries

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Page 1: Accenture Technology Vision 2015 Digital Business …/media/Accenture/pdf/Accenture... · In this Pega overlay of these trends, we’ll show how Accenture and Pega are applying their

ACCENTURE TECHNOLOGY VISION FOR PEGA

Accenture Technology Vision 2015

Digital Business Era: Stretch Your Boundaries

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Accenture’s 2015 Technology Vision report introduced the arrival of digital ecosystems:

Welcome to the “We Economy”

INTRODUCTION

#techv i s i on2015

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In 2015, the big issue for enterprises is no longer

about digital transformation. It’s now about

what business leaders will do with their digital

advantage—and how they can and will stretch their

boundaries to increase that advantage.

It’s no longer about a few instances of cloud here,

analytics there. Accenture’s Technology Vision 2015

report reveals that pioneering enterprises are doing

far more than just flexing their digital muscles.

In aggregate, they’re creating a hyper-connected

world where companies, consumers and everyday

objects have instant capabilities to act and interact

with each other digitally across the globe.

Together, Accenture and Pega see leading

enterprises quickly mastering the shift from “me”

to “we,” tapping into a broad array of digital

businesses, digital customers, and digital things at

the edge of their networks. Front-runners are using

this broader digital ecosystem to place bets on a

grand scale—looking to shape entire markets and

change the way we work and live.

In keeping with last year’s approach, we’ve built the

story in this report around the five key themes in

Accenture’s latest Technology Vision—trends that

are set to transform businesses over the next three

to five years:

• Internet of me: One world, personalized

• Outcome economy: Hardware producing hard results

• Platform (r)evolution: Defining ecosystems,

redefining industries

• Intelligent enterprise: Huge data, smarter

systems—better business

• Workforce reimagined: Collaboration at the

intersection of humans and machines.

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In this Pega overlay of these trends, we’ll show

how Accenture and Pega are applying their

unique strengths to enable organizations to work

effectively across company and industry boundaries

in the “We Economy.”

Next year the story will be different once again,

reflecting the breakneck pace of change in the

digital era. Already, 62 percent of organizations

polled in Accenture’s Technology Vision 2015 survey

are investing in digital technologies, and 35 percent

are comprehensively investing in digital as part of

their overall business strategy.

Now, having spent the past few years leveraging

social, mobile, analytics and cloud (SMAC) to

transform their enterprises into truly digital

businesses, the challenge has become: what will

business leaders do with their business advantage?

Succeeding in the “We Economy”The digital era doesn’t just make big bets possible. It

makes them increasingly necessary. The Internet of

Things (IoT) is increasingly driving new innovation

and new opportunities by bringing every object,

consumer, and activity into the digital realm. At the

same time, leading businesses are making similar

changes within their enterprises by digitizing every

employee, process, product, and service.

Taken in aggregate, enterprises find themselves

connected to a digital fabric that has the potential

to touch all aspects of their business, their customer

relationships, and the world around them. This

fabric has already provided enterprises with the

ability to connect and scale in unprecedented ways.

More and more, however, companies are beginning

to see that these connections are not limited

solely to their employees and customers. They also

have the potential to tie themselves into a global

network of businesses, individuals, and things

from every industry around the world. This grand

network of connections and its transformational

power introduce a new era in the digital age—the

age of “digital ecosystems.”

The power of collaborationThis year’s Technology Vision shows leading

companies recognizing that as every business

becomes a digital business, together they can effect

change on a much bigger stage. By collaborating,

they can shape experiences—and outcomes—in ways

never before possible.

These pioneering businesses see great potential

to make a difference—and to make a profit—by

operating as ecosystems, not just as individual

corporate entities. By mastering the shift from “me”

to “we,” these leading enterprises are shaping a new

economy—the “We Economy.” Ordinary businesses

can now tackle challenges that were previously well

beyond their scope: an opportunity to help design

and create smart mega-cities of the future...a

chance to radically rebuild centuries-old modes of

transportation...a solution to raise the quality of

healthcare by tackling it holistically.

These are the types of “epic” opportunities that

excite customers, inspire employees, galvanize long-

term suppliers—and present the opportunity of big

rewards to investors. The new power brokers will be

the master orchestrators that place themselves at

the center of these digital ecosystems.

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Digital channels now reach deep

into people’s lives. To gain control

over these points of access, forward-

thinking businesses are creating highly

personalized experiences that engage

and delight consumers—without

breaching their trust.

The Internet of Me: One world, personalized

TREND 1

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The internet enables each of us to personalize our

lives in multiple ways—from playlists, prompted

recommendations based on past behavior and

product customization through to smart metering

and connected homes. But now digital technology

is pushing personalization far further and faster—

toward a true “Internet of Me.”

Accenture’s Technology Vision 2015 report shows

how leading enterprises are actively creating

connected worlds where their customers’

preferences, habits, and contexts are woven

together to make daily experiences simple,

delightful, and unique to them. Although many

companies can already mimic customer intimacy—

the online ads that pop up to reflect users’

latest searches, for example—the new frontier

of personalization brings something much more

meaningful to the individual.

This signals a wholesale change in how businesses

should design applications. The focus now has

to be squarely on experience. Forward-leaning

companies are already moving fast in this direction.

In Accenture’s Technology Vision 2015 survey,

81 percent of respondents placed personalized

customer experience in their organizations’ top

three priorities, with 38 percent reporting it as their

top priority.

Accenture and Pega are working together to ensure

that companies succeed in the new “Internet

of Me.” For example, using Pega Marketing as a

centralized “customer decision hub,” companies

can bridge across all available channels to pinpoint

the “next best action” to take with each customer.

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By enabling a customer-centric (rather than

product-centric) approach, this allows them to

engage in a direct customer dialogue and provide

highly personalized experiences for each of their

customers. Self-learning, adaptive models mean

companies can adjust in real time to customers’

needs with relevant actions that help them retain

their customers’ trust.

REAL-WORLD EXAMPLE: Facing slowing revenue

growth, a large EALA telecommunications company

needed to identify new sources of revenue while

sustaining and enhancing the value of its existing

customer base. Accenture worked with the company

to clarify its strategy and business objectives, and

provided a new business service, powered by Pega

Marketing, to transform the telecom’s Customer

Value Management department and applications.

The goals were to generate incremental revenue,

improve the customer experience and strengthen

customer loyalty. Accenture leveraged Pega’s

platform to create a “single marketing brain,”

enabling consistent marketing strategies across

communication channels for both outbound and

inbound calls. The Accenture service enabled more

than 2,400 call center agents and 800 shop agents,

covering more than 10 million customers with a

portfolio of more than 230 offers. The telecom was

able to institute aggressive up-sell and cross-sell

initiatives that significantly increased revenue while

driving an expansion in the product portfolio from

mobile to DSL offerings.

REAL-WORLD EXAMPLE: A large European wireless

telco needed to optimize direct marketing

campaign results to improve customer satisfaction

and increase revenue. It set out to achieve these

goals by automating direct marketing campaigns

and integrating inbound and outbound campaign

management. Building and sharing the same

offering portfolio across multiple communication

channels and a common customer interaction

would unify the telco’s marketing. Unified

marketing would, in turn, help bring more relevant

offers to customers with speed and unity. Achieving

these goals demanded an approach that combined

traditional marketing elements with operational,

campaign and next-best-action automation.

Using Pega Marketing, the telco has been able to

make its offers consistent across all channels and

contact directions (outbound/inbound). Automated

outbound campaign management, customer

segmentation and offer calculation has increased

the efficiency of marketing campaigns, with fewer

errors, better customer service and increased

customer satisfaction. With improved efficiency

and consistency in its marketing, the telecom is

equipped to make customer offers more relevant

due to the information gathered from previous

customer interactions, which will drive improved

customer engagement and lead to optimized

revenue.

Businesses in almost every sector will increasingly

find value in the ways they personalize their

products or services. Today, highly personalized

customer experiences represent a wide-open

opportunity for competitive differentiation.

Before long, however, they will be recognized as

a precondition for doing business in the digital

economy.

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The IoT creates opportunities for

embedding hardware and sensors

into companies’ digital toolboxes.

These highly connected hardware

components can be used to give

customers what they really want:

not more products or services, but

more meaningful outcomes.

The Outcome Economy: Hardware producing hard results

TREND 2

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There’s an apocryphal story about a Harvard

University marketing professor who told his

students that people didn’t want quarter-inch

drill bits—they wanted quarter-inch holes. The

professor was ahead of his time in depicting what’s

now referred to as the “outcome economy,” where

digital businesses increasingly sell solutions and

results, not just products and services. Accenture,

in its Technology Vision 2015 report, says the

outcome economy is defined by companies’ ability

to create value by delivering solutions that lead to

quantifiable results.

Of course, marketers have long talked about

selling solutions rather than products. But the

outcome economy has been elusive because it has

been challenging to determine what customers

really want, day in and day out. Now, however, it’s

become feasible thanks to increasingly intelligent

hardware, which extends far beyond the Internet

of Things to include wearables, connected vehicles,

and smart buildings. Today’s leading businesses

are using hardware at the edge—where digital and

physical worlds intersect—to get closer to their

customers as a differentiator, and as a way of

entering new markets.

Eighty-seven percent of organizations polled in

Accenture’s Technology Vision 2015 survey see more

intelligent hardware leading to a shift from selling

products or services to selling outcomes. And Pega’s

ability to easily integrate with other systems, to

handle complex event processing, and to leverage

industry-leading business rules and processes

is helping to accelerate this trend—enabling

organizations to leverage hardware and sensors to

produce results.

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REAL-WORLD EXAMPLE: General Motors (GM) is

making a broad cross-industry ecosystem play

with its “connected car” platform. The company

has evolved its OnStar system from a standalone

safety and concierge service to a connected-car

platform that includes multiple partners and a

wide range of innovators. Its emerging connected

car platform includes features such as real-time

diagnostics, safety/emergency, infotainment,

navigation, insurance modules, multiple third-party

apps, and mobile connectivity. Using the decision

management capability of the Pega 7 Platform,

GM is now able to manage business rules that

drive decisions across all channels through which

subscribers interact with OnStar, including contact

center, web self-service, mobile applications, and

the in-car head unit, while enabling business users

to take direct control of their business rules.1

REAL-WORLD EXAMPLE: A large pharmaceutical

company designed a research and development

initiative to capture real-time understanding of the

quality of clinical trial data—as well as to identify

and mitigate risks—at clinical study sites. It uses

Pega’s solution to manage and analyze the data

derived from those studies. This helps the company

to quickly identify potential risks, accelerating time-

to-market for new products that are inherently

safer and more customer-friendly.

POTENTIAL SCENARIO: With Pega’s Customer

Decision Hub, a utility company could use data

from a security system indicating that a business

customer’s windows or doors had been opened,

matching it to data that flags the consequent

increase in that customer’s energy usage. The

system would then automatically send an SMS

message to the business, not only alerting them to

the open window but also suggesting better ways

to conserve energy.

The outcome economy upends long-held notions

of how superior products and services are defined.

Hardware at the edge is a competency that business

leaders must strive to attain, no matter the industry.

From now on, hardware will no longer be an

afterthought—it will be part of every business’s

DNA. This new capability in hardware will not just

add another layer of insights, but will also help

businesses better understand the context in which

their customers are operating. This will empower

managers to make decisions that directly impact

customer outcomes. However, the rapid expansion

of the outcome economy can only happen when

there are solid IT infrastructure foundations with

which to handle the vast surge of data that is

inevitable as intelligence moves to the edge.

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Enabled by rapid advances in cloud

and mobility, platform-based

companies are capturing more of

the digital economy’s opportunities

for growth and profitability across

industries and geographies.

The Platform (R)evolution: Defining ecosystems, redefining industries

TREND 3

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Increasing numbers of companies are moving to

deploy a new weapon to grow their business: the

digital industry platform. Thirty-nine percent of

executives surveyed for Accenture’s Technology

Vision 2015 are using industry platforms to

integrate data and applications with digital business

partners and enable collaboration. Underpinned

by the latest wave of digital technologies—social,

mobile, analytics, cloud, and the Internet of Things

(IoT)—these platforms are comprised of a well-

defined technical architecture, firm governance, and

set of technology services all focused on enabling

the creation of new industry-specific applications.

Designed to be the blueprint for how companies

will build, connect, and deliver applications specific

to industry problems, the digital industry platform

serves as a pool of reusable functionality and

capabilities to make building and evolving these

applications fast and easy—and to help companies

ultimately achieve better business outcomes. In

the digital economy, these platforms also serve as

business model strategies that create competitive

differentiation. The key characteristic of a platform-

based business is that others outside the company

are creating value for the enterprise—in many

cases enabling entirely new digital models for the

company.

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Digital technologies are coalescing into ever more

powerful platforms, accelerating the pace of change,

and becoming the core foundation for the next major

wave of digital disruption. According to research firm

IDC, one-third of leaders in virtually every industry

will be disrupted by competitors by 2018—newcomers

and established—that leverage platforms to innovate

new offerings, reach new customers, radically expand

supply and go-to-market networks, and disrupt their

industries’ cost and profit models.2 An example of

this trend is the Pega 7 Platform, an application

platform built to support strategic business

applications. Available in the cloud or on-premise,

the platform supports multiple geographies and

product types, can scale rapidly, and is able to

accommodate change. Innovative companies now

view platforms such as these as a way to increase

their capabilities to attack bigger opportunities and

to solve bigger problems.

POTENTIAL SCENARIO: Accenture is building on

Pega technology to create a prototype patient-care

management platform. This will enable healthcare

providers to deliver timely advice and guidance

by allowing them to accurately and easily follow

diabetes and high-cholesterol patients during

the first months of their treatment. Businesses

could deliver potential benefits to patients that

may include more accurate assessment of their

condition, more timely treatment and better

adherence to medical regimens. The platform could

also detect adverse events and connection to Pega

pharmacovigilance, to potentially reduce the risk of

patients stopping treatment, provide caregivers with

improved tracking and follow-up on patients, and

help build a stronger patient community through

the sharing of educational content.

POTENTIAL SCENARIO: Home appliances represent

a key opportunity for service providers to develop

a Pega-based support tool for three reasons. First:

convenience. The idea of enabling customers to

turn on their heaters as they leave work (so they

come back to a warm home) is not new, but it’s

only part of a point solution. Second: savings.

Imagine integrating that solution into one that

helps homeowners track energy costs, so they can

intelligently reduce power consumption based on

real-time results. Third: reliability. Imagine being

able to connect sensors into major applications

such as heaters and boilers to identify when they

need servicing, or are simply not running at peak

capacity. Using Pega technology, service providers

can collect the data from all of these sensors and

feed it back into a dashboard homeowners can use

to help track and manage maintenance and repairs,

as well as recommending the best replacement

appliances when upgrades are due.

POTENTIAL SCENARIO: Mobile devices are becoming

integral to business processes, allowing customers

and employees to leverage device-native features

such as cameras and GPS systems to send rich

information about everything from insurance

claims to municipal infractions. Pega Mobile allows

developers to extend Pega applications to mobile

devices, rendering a mobile interface that interacts

directly with the business logic in Pega applications.

Clients across multiple industries are looking at

better engaging with their customers using Pega

Mobile applications, whether employees working at

sites across the world, or upper-level managers.

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As they penetrate more industries and prove

their ability to disrupt so many sectors of global

economies, cyber-physical systems such as these are

featuring on more and more boardroom agendas.

The same improvements that manufacturers have

made to drastically improve safety, operational

efficiency and, in some instances, to augment

scalability are now expanding to every industry.

Today’s cyber-physical systems range from chef

robots that can serve a custom burger every 10

seconds to smart-grid technologies that can

identify individual appliances and their discrete

energy consumption—by simply installing a single

device on a smart meter that can read, analyze, and

decipher complex electrical frequencies.

Disruption will begin—as it always does—by changing

users’ expectations of what is possible. The businesses

that proactively alter users’ experiences will be the

disrupters. They will need to ask questions about how

truly intelligent automation will change interactions

with their customers and other stakeholders, as well

as challenging their expectations. Will it open up

new business opportunities? Will it change the

productivity equation in the workplace? Will it

materially change how we plan our use of resources?

Will it simplify our organizational structure?

Beyond question, the platform age is here. Four

out of five respondents (81 percent) in Accenture’s

Technology Vision 2015 survey believe that in the

future industry boundaries will dramatically blur as

platforms reshape industries into interconnected

ecosystems. Industry leaders with staying power

are already moving in this direction and the

increasingly urgent challenge for global players

must now be to quickly determine which platforms

will give their organizations a competitive

advantage—and enable them to define their roles

in the digital economy.

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Business and technology leaders must

now view software intelligence not as

a pilot or a one-off project, but as an

across-the-board functionality—one

that will drive new levels of evolution

and discovery, propelling innovation

throughout the enterprise.

Intelligent Enterprise: Huge data, smarter systems—better business

TREND 4

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The smart enterprise is rapidly becoming a reality.

We’ve entered the era of software intelligence—

with applications and tools taking on more

human-like capabilities, driving better informed

decisions, freeing up managers for more strategic

tasks, and propelling innovation throughout the

enterprise. This is emphatically borne out by the

survey findings in the 2015 Accenture Technology

Vision: 91 percent of respondents now believe

software intelligence will be critical to simplifying

IT functions.

Enterprises understand that it is to their strategic

advantage to simplify and streamline many aspects

of their operations. Consider the complexity

being created by rising data volumes. In the

2015 Accenture Technology Vision survey, a

majority of organizations (55 percent) indicate a

significant degree of challenge in managing data.

Out of necessity, increasing numbers of them

are automating many of their tasks to keep up.

For decades, rule-based algorithms have been

the norm to enable businesses to make more

decisions, faster. They help enterprises deal with

their growing data and IT systems by translating

business logic into programmable rules. These types

of algorithms automate basic processes—such as

filtering unwanted email into a spam folder or

monitoring corporate networks for problems—

adding much-needed horsepower to longstanding

data challenges. Rule-based programming continues

to be used by new applications that address

modern technical challenges. Just look at what

is happening in today’s data centers, which are

becoming far larger and more complex than ever in

order to handle Big Data. The setup, configuration,

and management of these massive systems are so

cumbersome that open-source tools are proving

invaluable for automating and simplifying the

necessary IT infrastructure tasks. These types of

solutions provide the speed and scale necessary to

realize and capitalize on data insights throughout

the enterprise.

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Together, Accenture and Pega are working to

enable the intelligent enterprise. With a focus on

operationalizing Big Data analytics in real time,

Pega provides native adaptors for Big Data sources

such as Hadoop and HANA. More importantly,

Pega helps drive better decision-making by giving

enterprises the ability to leverage predictive and

adaptive models based on data from such sources.

For its part, Accenture’s proven capabilities in

cloud computing, and across the digital realm are

benefiting businesses intent on realizing the vision

of the “exceptionally intelligent organization,”

where competitive edge comes from pervasive use

of data to drive decisions.

REAL-WORLD EXAMPLE: British Airports Authority

(BAA), which runs the UK’s Heathrow airport,

started a major program to replace a number of

aging, custom-built airport operations systems

and comply with forthcoming European Union

regulations. During its initial research, BAA realized

that it could accommodate many of its requirements

not with aviation-specific software, but with

business process management software technology.

Using Pega software, it developed its Airport

Collaborative Decision Management (A-CDM)

system, the first piece in a larger program to

completely replace all operations systems at

Heathrow. The state-of-the-art implementation

addresses real-time optimization of airport

resources to create and manage schedules for flight

turnarounds. The system brings together both

human participants (from multiple organizational

teams and departments) and information systems

to minimize flight turnaround times, saving BAA

and airlines money and improving passenger

satisfaction. Following the implementation of

A-CDM at London’s Heathrow Terminal 5, on-time

departures increased from 60 percent to 85 percent,

while improved resource planning has increased

passenger throughput in the terminal, and increased

the efficiency of overall terminal operations.3

REAL-WORLD EXAMPLE: Accenture and Pega are

helping customer service and retail representatives

of a large NA telco to make more informed

treatment decisions for their customers. By using

adaptive analytics to adjust predictive models in

real time, this is providing proactive, relevant and

personalized treatments. The approach implemented

by Accenture using Pega Marketing is customer

centric and uses call context, customer information

and a set of business rules to determine the one

or many treatments for which each customer is

eligible at the moment of interaction. These are

prioritized and optimized to propose the best

treatment for every customer. The benefits could

include improved cross-sell, upsell and reduced churn.

REAL-WORLD EXAMPLE: Accenture and Pega are

helping a large North American bank to transform

its sales processes to provide better value and

service to customers through sophisticated

decisioning and guided flows. By utilizing advanced

score-carding and analytics to determine the

ideal customer basket that is also risk assessed,

limit allocated and priced, the bank has been able

to develop a highly flexible sales process that

allows for selling and originating products of

varied lifecycles. It has also built a componentized

application that allows for portability of individual

functions across multiple channels.

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REAL-WORLD EXAMPLE: Key to ANZ Bank’s growth

strategy is to become a super-regional bank,

expanding across the Asia-Pacific market. To

achieve this, the bank needed to streamline and

industrialize the operational infrastructure required

to provide outstanding customer experience while

efficiently enabling business growth and leveraging

global scale. ANZ is working with Accenture to

deploy solutions that would provide end-to-end

process orchestration, case management and rules-

based decisioning across key operational areas such

as payments operations and commercial servicing.

To support these outcomes, ANZ has designed an

enterprise-wide platform in Pega. Wide-ranging

benefits for ANZ from this implementation include

72 percent year-on-year reduction in resolution

time for payments investigation, 64 percent year-

on-year reduction in payment error rates and

minimizing operational losses.4

Used wisely and carefully, the power of software

intelligence can give companies the operational

excellence and innovative edge they need—because

machines have the speed and scale, and now the

intelligence, to make decisions that will have a real

impact on the business. Companies will start by

automating many of the tedious manual processes

that inhibit agility as they pursue the data-driven

enterprise. And once achieved, they will realize

it is just the beginning—the truly intelligent

enterprise will unlock many more opportunities.

Machine-learning technologies will pave the way

for intelligent software to evolve itself to keep

pace with technology. They will also make novel

discoveries that enable companies to adapt to the

ever-changing digital world. Cognitive computing

will go one step further to capitalize on its unique

reasoning capabilities to address questions that

were once unanswerable due to their ambiguity and

lack of clarity.

Put simply, businesses that harness the power

and potential of software intelligence will run

more efficiently, innovate more rapidly, and serve

customers more effectively. Visionary companies

will find new ways to get smart software out of the

lab and into as many practical scenarios as possible,

thereby spurring innovation and raising the bar of

operating performance across their organizations.

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The push to go digital is amplifying

the need for humans and machines

to do more, together. Advances in

natural interfaces, wearable devices,

and smart machines will present

new opportunities for companies

to empower their workers through

technology.

Workforce Reimagined: Collaboration at the intersection of humans and machines

TREND 5

#techv i s i on2015

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From now on, successful businesses will recognize

the benefits of human talent and intelligent

technology working side by side in collaboration—

and they will embrace them both as critical

members of the reimagined workforce. At the

same time, they will identify ways of overcoming

the new challenges that will arise from managing

a collaborative workforce composed of both

people and machines. According to 77 percent of

the executives surveyed for the 2015 Accenture

Technology Vision, within three years companies

will need to focus on training their machines as

much as they do on training their people (e.g.

using intelligent software, algorithms, and machine

learning).

When people and machines work together, they

have the potential to produce better outputs than

either could separately. Businesses must recognize

that technology is no longer just a set of tools—

it is now a partner within the workforce.

The new world we are describing is not limited to

robots that amplify people’s physical capabilities.

Nor is it confined to already familiar devices such

as Android smartphones, Apple watches, and

Fitbit fitness trackers. Rather, it extends to include

a dizzying variety of sensors, voice recognition

systems, and artificial intelligence tools.

This reimagined workforce—one that will enable

more work to be done better—will raise many new

issues. Which jobs should be assigned to humans

and which to humans working with machines?

What governance systems are in place to help us

decide? How do we deliberately and strategically

decentralize decision-making so that machines can

carry more of the load—sometimes literally? How

can the human workforce be trained for this new

blended work environment? How do we rethink the

skills for hiring human talent—should we emphasize

more or less specialized knowledge? Researchers are

continuing to probe into these kinds of questions.

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For business and IT leaders, however, the biggest

question may be how to recognize and then respond

to the fact that business processes—indeed, the entire

value chain of business operations—are starting to shift

from a labor-driven and technology-enabled paradigm

to a digital-driven and human-enabled model.

As machines and humans work ever more closely

together, systems that can support this intersection

are in high demand. We’re already seeing how

Pega 7’s unified platform can enable enterprises to

leverage the best of case management, decisioning,

and business process management capabilities to

improve the collaboration of humans and machine

to get “work” done.

REAL-WORLD EXAMPLE: Accenture is working with

a government entity to deploy an online system that

captures citizens’ requests via a variety of digital

channels. This helps it be more responsive to citizens’

needs in issues as varied as answering simple

questions, logging requests for road repair, and

identifying public safety and health concerns. The

government in turn can analyze requests to quickly

identify which are most pressing and which require

more detailed information to be provided online.

REAL-WORLD EXAMPLE: Accenture developed a

software solution (Network Deployment Optimizer)

on Pega’s foundation to optimize deployment and

activation of new network rollouts for fixed and

mobile telecom operators and network equipment

providers. The process of rolling out new network

capabilities involves many manual tasks, approval

steps, and activities that are often outsourced to

third-party companies. Telecom operators and network

equipment providers need solutions to industrialize

the end-to-end rollout process, minimizing user

touchpoints and enforcing business rules via strong

workflow/process automation to improve the overall

data quality. End-to-end control down to site level

is essential in order to monitor progress and KPIs,

proactively address issues that arise, reduce roadblocks,

optimize the process and increase efficiency.

The Network Deployment Optimizer is a cloud solution

(as-a-service or on-premise) incorporating a central

operational view that acts as a “single version of the

truth” for all participants, accessible through both

desktop and mobile devices with real-time processing

in order to apply role-based access to specific tasks.

The solution, which is also powered by a business-

rule engine to create workflow logic and milestone

measurements across rollout projects, enables

management of complex processes with a

decomposition into simpler specialized, interdependent

activities. It allows the site or network elements

geolocation with map view and can leverage a large

degree of flexibility to integrate with external

systems, using several types of protocols such as

ERP, Document Management System and Network

Inventory. The Network Deployment Optimizer also

offers a comprehensive and flexible UI dashboard

to report and alert on deadlines, costs and vendor

performance, with data-browsing in multiple

dimensions enriched by social collaboration features.

Leading companies are already beginning to explore

the world of the augmented workforce. They are

starting to think about the combinations of intelligent

technology and training that can enable and optimize

human-machine efforts, accomplishing more than

either could on their own. They are looking anew at

core business activities to identify those tasks that

can be better suited to involving machines. And

they are beginning to give thought to what type

of people they should be hiring in the future.

Human and machine, each on its own, won’t be

enough to drive business in the decades to come.

Tomorrow’s leading enterprises will be those that

reimagine their workforce and effectively blend

humans and technology as partners.

#techv i s i on2015

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CONCLUSION

Becoming a digital business is no

longer simply about incorporating

these technologies into an

organization—it’s about using digital

technology to weave businesses into

the broader digital fabric that extends

to customers, partners, employees,

and industries.

Implications

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The findings in Accenture’s Technology Vision 2015

are extremely significant. They show that large

enterprises have moved into the driver’s seat of the

digital economy. Two years ago, the Technology

Vision signaled that “Every business was becoming

a digital business” and chronicled many of the

characteristics needed to excel in this new digital

era. In 2014, the report declared that “Big is the

Next Big Thing”—meaning that large and often

long-established companies were starting to use

technology as a driving force for how they grow.

And that’s precisely what we’re seeing now. These

new “digerati,” with their deep resources, huge

scale, and process discipline, are busily rewriting

much of the digital playbook. They’re not waiting

for the next wave of technology to wash over them.

Nor are they waiting to see what Google, Facebook

or Pinterest are doing. Crucially, many of their new

moves are directed externally—no longer toward

improvements in their current operations and

business processes, but rather geared to leveraging

a broader ecosystem of digital businesses as they

conceive and plan for the next generation of

products, services, and business models.

Leading companies are no longer thinking solely

about using technology to transform themselves

into digital businesses. They’re envisioning how

they could combine their industry expertise with

the power of digital technology to reshape their

markets and define their new roles in a “We

Economy.” The vital questions are now: How will

your organization exercise its digital advantage?

What will your company do to grow and expand to

take on greater challenges? And—ultimately—what

will our future be, together, as enterprises in the

“We Economy?”

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Copyright © 2015 Accenture All rights reserved.

Accenture, its logo, and High Performance Delivered are trademarks of Accenture.

This document makes descriptive reference to trademarks that may be owned by others. The use of such trademarks herein is not an assertion of ownership of such trademarks by Accenture and is not intended to represent or imply the existence of an association between Accenture and the lawful owners of such trademarks.

15-2199U/9-8922

For more information:David Steuer Managing Director Global Pega Practice Lead, Accenture [email protected]

www.accenture.com/pega

Notes1 ©2015 Pegasystems Inc. PegaWORLD 2014

Presentation: How OnStar is Leveraging Business

Driven Decisioning in Telematics to Improve

Customer Experiences in Vehicles—See more at:

http://www.pega.com/insights/resources/pw-2014-

presentation-how-onstar-leveraging-business-

driven-decisioning-telematics;

Video: http://www.pega.com/insights/resources/

pw-2014-video-how-onstar-leveraging-business-

driven-decisioning-telematics

2 © Copyright IDC. Source: “IDC Predictions 2015:

Accelerating Innovation—and Growth—on the 3rd

Platform,” December 2014, Doc # 252700.

http://www.idc.com/getdoc.jsp?containerId=252700

3 ©2015 Pegasystems Inc. Best Practice Insight Case

Study: BAA,” MWD Advisors, February 2011.

https://www.pega.com/sites/default/files/bpm_bpi_

casestudy_BAA_2011.pdf

4 ©2015 Pegasystems Inc.

Video: http://www.pega.com/insights/resources/

anz-enabling-super-regional-operations

© Australia and New Zealand Banking Group Limited

(ANZ) 2015, Investor Update, June 2014.

http://www.anz.com/resources/f/f/ff73f3d6-2d35-

4300-8099-6bd7bb585bc5/investor-update-2014.

pdf?MOD=AJPERES

About AccentureAccenture is a global management consulting,

technology services and outsourcing company,

with more than 323,000 people serving clients in

more than 120 countries. Combining unparalleled

experience, comprehensive capabilities across all

industries and business functions, and extensive

research on the world’s most successful companies,

Accenture collaborates with clients to help them

become high-performance businesses and

governments. The company generated net

revenues of US$30.0 billion for the fiscal year ended

Aug. 31, 2014. Its home page is www.accenture.com.

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